Where it started
The first engagement was simple. Manage the storefront, run the paid ads, make the numbers go up. We did that. And the deeper we got into the business, the more opportunity we saw: four distinct revenue streams, each with its own economics and its own growth levers, ready to be run as the portfolio they really were.
OxyTurf sells direct to consumers. It sells B2B to installers and facilities. It supports an installation business. It supplies white label partners. Each line has different margins, different customers, and different growth levers. Seen clearly and steered individually, each one had room to run.
What we did
We built the operating picture first. Every order line item, every channel, every cost, organized into a single view across all four business lines. Automated monthly reporting keeps that picture current without consuming the team’s time.
Ecommerce. Storefront management, conversion work, and paid media run against a forecast instead of a feeling. Campaigns are structured by product economics, so spend flows to the customers who come back.
Customer economics. We analyzed the complete order history to establish real unit economics: a 4.7x three-year ratio of customer lifetime value to acquisition cost, and a lifetime repeat purchase rate above 35 percent. Those numbers now set the ceiling for acquisition spend, so growth never outruns profitability.
Automation. Reporting that writes itself. Customer service handled by systems we built and supervise. The operational load of a much larger team, without the team.
The boardroom. When OxyTurf decided to raise growth capital, we built the entire package: the deck, the financial model, the scenario planning, all grounded in verified unit economics.
The results
From 2021 to 2025, OxyTurf’s CPG revenue grew more than tenfold. The brand runs four business lines under one coherent view, knows exactly what a customer is worth, and walks into investor conversations with numbers that survive diligence.
Why it matters
This is the arc we aim for with every partner. Start with one channel done well. Earn the next problem. End up in the room where the real decisions get made, with the data to back them.